Paradoxes are progressively considered as a central form of organizational management. However, their management remains unclear. Dilemma (that consists of focusing on one element of the paradox) and compromise appear to be limited. This paper explores the idea that ambidexterity could be an innovative way of managing paradoxes. To show this, it presents three case studies that illustrate the limitations of dilemma and compromise and underline that ambidextries could be a way of managing paradoxes.